组织行为学Leadership.ppt

1、Chapter 11 Leadership,11.1 Definition the ability nor,for that matter,are all managers leaders,Difference between management 9,1 authority style;1,9 country club style,4. Scandinavian studies Finland 16% mid. Range 1200 groups Defining the situation: leader-member relation:confidence,trust,respect i

2、n task structure:degree job assignments are procedurized position power:degree of influence a leader has over power variables such as- Matching leaders change the situation to fit the leader,1.(2)Cognitive resource theory update in 1987,A theory of leadership stating that a leader obtains effective

3、group performance by,1st, making effective plans,decisions, the intellectual ability correlate with performance in nonstressful situations,2.Hersey supportive-consideration;participative-consulting;achievement-oriented-set challenging goals leader behaviors is ineffective when it is redundant,4. Pat

4、h-goal theory,2 classes of situational variables: environmental factors outside the control of ;(complement) part of the personal characteristics of the subordinate (interpretation) Directive leads to greater satisfaction for ambiguous or stressful task; when there is substantive conflict within; fi

5、ts one with an external locus of control; is likely to be viewed as redundant by skilled subordinates. Supportive results in high performance fits clear,bureaucratic formal authority relationships. participative fits one with an internal locus of control. achievement-oriented increase ones expectanc

6、ies leading high performance for ambiguous task,5.Leader-participation model in 1973,by Victor Vroom a system of shared meaning. primary characteristics: exists on a continuum from low to high,give a composite picture 1)innovation Time orientation-past,present,future; Nature of human-dominant motive

7、:good,evil,mixed; Activity orientation-doing,being,control; Focus of responsibility-individualistic,group,hierarchical; Conception of space-private,mixed,public The nature of reality and truth; The nature of human relationship-Intercourse way, Competitive or Cooperative, High organized or autonomous

8、, Participate D-M; Homogeneity vs. diversity,Chap. 17 Organization Culture,14.2 What does Culture do,1.Cultures Functions,A boundary-defining role-create distinction Conveys a sense of identity for -al member facilitate the generation of commitment to sth. Larger than ones individual self-interest e

9、nhance social system stability increasingly important in the 1990s,2.Culture as a liability potentially dysfunctional aspects of culture,Barrier to change:for many -s with strong culture, practices that led to previous successes can lead to failure when those practices no longer match up well with e

10、nvironmental needs. Barrier to diversity:strong culture can be liabilities when they effectively eliminate those unique strengths that people of different backgrounds bring to the -. Barrier to MIn recent years,culture compatibility has become the primary concern.,Chap. 17 Organization Culture,14.3

11、Creating Individual vs. Collective; Fixed vs. Variable; Serial vs. Random; Investiture vs. Divestiture summary the evolution: philosophy of the founders- Selection criteria- Top management, Socialization- Organization culture,Chap. 17 Organization Culture,14.4 How employees learn Culture,1. Centrali

12、ty of Symbolism,Transmitted to employees in a number of forms, Denotative-direct, Connotative- broader use Stories:typically containing a narrative of events circulate through -,anchor the present in the past & provide explanations & legitimacy for current practices. Rituals:repetitive sequences of

13、activities that express & reinforce the key values of the -,what goals are most important,which people are important & which are expendable Material System:business conditions,layout, executive perks,dress attire-convey who is important Language:used as a way to identify members of a culture or subc

14、ulture-attest to their acceptance of the culture acronym,jargon,2.What is Culture?Working Definition: Shared assumptions a given group has developed to deal with the problems of external adaptation and internal integration.,Historical (passed across cohorts and generations) Moral force (normative, n

15、ot utilitarian) “The way we do things around here” (cognitive dimension - taken for granted) Associated with the stability of the group Differentiating/identity device (relative to other groups) Associated with the intensity of common problems faced by the group Changes across time,usually slow & sm

16、all changes Product & Process, Culture & Structure,3 Scheins Model of Organizational Culture,Artifacts What you observe (see, feel, hear),Espoused What you are Values told,Basic Assumptions,What participants take for granted,4.How does Culture Change?,Natural evolution Managed evolution (-s learning

17、 and development) Challenges to Cultural Assumptions: Charismatic leadership Scandals Infusion of “outsiders” Mergers & acquisitions Coercive persuasion (“turn-around”) Self-destruction & reconstruction,5.Toward A Cultural Analysis of Organization,Focusing on Symbols & Meaning Identifying Various Fo

18、rm of Social Control Recognizing Subcultures Diagnosing Organizational Culture Looking Across Culture -Strong culture, Cultural compatibilities Interaction among cultures,6.The Relevant Cultures in a “Global Organization”,A. Country Cultures - based on national & ethnic origins B. Industry Cultures - based on technological and social histories of industries C. Organizational Cultures - based on a given -s history D. Organizational Subcu